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		<h2 class="hl">Our Business</h2>
       <p>enetRecruiter was established with the objective to effectively connect the supply and demand of human capital in the high technology industries.</p>
       <h2 class="hl">Our Mission</h2>
       <p>To become a leading talent recruitment resource for high technology companies.</p>
       <h2 class="hl">Why Invest In The Recruitment Process?</h2>
       <p>Jack Welch, a former CEO of GE, sums it up best in his book <a href="http://www.harpercollins.com/books/9780060753948/Winning/index.aspx" target="_blank">Winning</a> by saying  "…nothing matters more in winning than getting the right people on the field."  As recruiters, we are keenly aware of the role we play and the impact of our work in the eventual success or failure of a company.  Our experience leads us to firmly believe that no other investment can derive a higher return for the company than the one made in hiring the right people from the start</p>
       <p>There is a growing array of human capital management tools available today.  Which ones should you pick and how do you prioritize them?  Valuable tools that can improve employee performance, optimize employee productivity, and improve employee communication and retention, all deserve serious consideration - but none of them are as important as the tool that can help you recruit people with good ideas and abilities right from the start.  Apple CEO Steve Jobs gave his advice to a group of high-tech entrepreneurs at the May 2007 WSJ D Conference on how to achieve success, "…you need to be a great talent scout because no matter how smart you are, you still need a very talented team around you."  </p>
	<h2 class="hl">First Who, Then What</h2>
	<p>From <a href="http://www.jimcollins.com/bio/index.html" target="_blank">Jim Collins'</a> book Good to Great: Why Some Companies Make the Leap…and Others Don't, the foremost difference between a good company and a great one is that the great company focuses first on their people and then on what to do later.  "When we began the research project, we expected to find that the first step in taking a company from good to great would be to set a new direction, a new vision and strategy for the company, and then to get people committed and aligned behind that new direction.  We found something quite the opposite.  Great vision without great people is irrelevant."  In his book, Jim Collins cited numerous examples of companies that go from being good to great, clearly illustrating the idea that people should come "…before vision, before strategy, before tactics, before organizational structure, before technology."   <br /><br />
	 An example of how one great hire can translate into extraordinary organizational success is the <a href="http://www.apple.com/pr/bios/fadell.html" target="_blank">Tony Fadell</a> iPod story.  As the CEO of Apple, Steve Jobs struggled to figure out how to take his company to the next level—and then, one day in 2001, a young high-tech consultant was hired to work at Apple.  "It was a marriage made in high-tech heaven," according to <a href="http://www.wiley.com/WileyCDA/WileyTitle/productCd-0471720836.html" target="_blank">iCon: Steve Jobs</a>, The Greatest Second Act In The History Of Business, a book by Jeffrey S. Young and William L. <a href="http://www.wiley.com/WileyCDA/WileyTitle/productCd-0471720836.html" target="_blank">Simon</a>.  Tony Fadell had been working on his revolutionizing idea while he was at General Magic and Philips.  Apparently, Apple was not the first company to be presented with Tony's idea.  Fortunately for Apple, General Magic, Philips, and a few other companies did not take Tony's idea seriously.  Steve Jobs instantly saw the potential in Tony's idea and backed it with his company's best resources.  The rest is history.  Needless to say, Apple received a phenomenal return on their investment in Tony Fadell. 
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	  <p>With so much at stake, employers shouldn't just depend on blind luck when finding top candidates.  They can no longer rely on posting a job somewhere and hoping that top tier talents will readily come knocking on their door.  They also shouldn't limit their reach and effectiveness by relying solely on in-house professionals—who may be new to the recruiting function or industry—or are busy working double duty as a manager of various other HR responsibilities.  Neither should employers depend on just a few external recruiters that may have inadequate resources, or lack relevant industry experience and connections.  Employers need a more effective way to recruit.</p>
	<h2 class="hl"><a name="l1" ></a>Why humans are still more effective than algorithms.</h2>
	<p>There is no one-size-fits-all approach or shortcut to recruiting for the best talent.  There is no one style of music that appeals to all music lovers.  People are vastly different and our likes and dislikes change frequently.  Likewise, job candidates have very diverse backgrounds, character traits, and thought processes.  I Am Your Candidate, an article written by <a href="http://www.authoria.com/solutions/newsletter-february-2007#A1" target="_blank">John Sumser</a> is a good example of how job candidates think today.  When presented with information, each job candidate will interpret it in different ways.  The ability to effectively communicate with a candidate and then evaluate their skills, particularly "soft skills" requires prudence, intuition, and experience, all of which technology cannot replace.  This is precisely why the human recruiter must play a large part in the hiring process more so now than ever before.  Humans can read beyond the spoken word, interpret facial expressions, intonations in the voice, and subtle body language.  A good recruiter can respond to unclear communication signals by asking more questions, or further elaborate on a topic if it does not seem to receive a desired response. <br />
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	 Furthermore, when searching for the right people, the "good to great" companies, in <a href="http://www.jimcollins.com/bio/index.html" target="_blank">Jim Collins'</a> book Good to Great: Why Some Companies Make the Leap…and Others Don't, "…placed greater weight on a person's character attributes rather than on specific educational background, practical skills, specialized knowledge, or work experience."  Although technical background and skills are very important, they are considered learnable or may be acquired through training, whereas the "soft skills" such as a person's attitude, values, work ethic, and willingness to always do what's right for the company are more difficult to acquire.  There is no doubt in our minds that exceptional recruiters bring in top quality candidates.  If talented people are truly your greatest business assets, then there is no price too high to pay to get the right people on your team.  </p>
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